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Abstract

Research methodology

Personal interview.

Case overview/synopsis

In an interview with Dr Mary Foster, Mr Steven Rogers, Finance Instructor at the Harvard Business School (HBS), discussed his views on diversity, inclusion and the value of teaching cases which feature black protagonists. Mr Rogers estimates that fewer than 1 percent of HBS’ 10,000 or so teaching cases feature a black executive as protagonist, or central decision-making figure, despite US Census estimates that about 9 percent of US companies are now black-owned. Mr Rogers decided to address this imbalance; he has lead the development of 24 business cases featuring African-American business people over the last two years.

Complexity academic level

This article can be used to any undergraduate or graduate course where you would like to discuss diversity and inclusion.

Details

The CASE Journal, vol. 15 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 January 2017

Gregory B. Fairchild and Joe Toomer

This case is designed to illustrate the methods private-equity investors use in assessing the value of market opportunities--in this instance, a plus-size clothing retailer…

Abstract

This case is designed to illustrate the methods private-equity investors use in assessing the value of market opportunities--in this instance, a plus-size clothing retailer targeted to African-American and Hispanic women. The case addresses several issues, including niche marketing, urban development, and the challenge of evaluating market potential. The protagonist, a private-equity partner, must determine the market viability of an investment opportunity offered to his firm.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Case study
Publication date: 1 December 2009

Devi Akella

Nina, a 30-year old Asian Indian female, joined Morris University in the fall 2006 semester after completing her doctorate. She was an instructor and course designer at this…

Abstract

Nina, a 30-year old Asian Indian female, joined Morris University in the fall 2006 semester after completing her doctorate. She was an instructor and course designer at this historical black institution in a rural town in the southern part of the US. Ninety percent of the students and staff of Morris University (MU) were African-American. MU was committed to the objective of educating African-American youth and the concept of “students first” was one of its core institutional values. Nina's experience teaching an organizational learning course was very unpleasant. Her student evaluations were poor with harsh comments about her and the course. Nina was asked by the department head to prepare a teaching improvement plan for herself.

Details

The CASE Journal, vol. 6 no. 1
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 24 October 2023

Khadija Al Arkoubi, Yanice Mendez-Fernandez, Paige Gionet and Teresa Canino

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The…

Abstract

Research methodology

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The interviews took an approximate time ranging from 90 to 120 min. They were recorded and transcribed. A thematic analysis was undertaken to identify the most relevant themes for the case. The secondary sources used included various websites, scholarly and trade journals, as well as specific databases, such as Statista.

Case overview/synopsis

The case exposes students in multiple disciplines to the challenges created by the COVID-19 crisis at Yale School of Medicine (YSM). It describes its remarkable effects on organizational and community members as they struggled to reimagine more inclusive and supportive spaces. As one of the most severe crises humanity has ever witnessed, COVID-19 exacerbated the existing struggles of the underrepresented communities, creating a double pandemic. It has also amplified inequities among marginalized groups including black, indigenous and people of color; women; immigrants; lesbian, gay, bisexual, transgender, queer/questioning; people with different abilities; working parents; single parents; religious minorities; and people with low income. When COVID-19 hit in 2020, Yale University School of Medicine (YSM), like other pioneering schools in the field of health care, doubled their efforts to face both the public health crisis and the substantial social turmoil (racial tensions after the death of George Floyd, food insecurity, vaccine resistance, social inequalities, etc.). Professor Marietta Vazquez, MD, who was the first Latina to be named Associate Dean for Medical Students Diversity at YSM, launched with Dr Latimore (Chief Diversity Officer) and her other colleagues many strategic initiatives aiming at improving the diversity, equity and inclusion of organizational and community members.

The case is an invitation to graduate students and students in executive education programs to reflect on the grand challenges leaders faced at YSM as well as in other institutions across the nation and the globe. It is also a call to reimagine ways leaders can accelerate the pace of change in their organizational ecosystems.

Complexity academic level

This case was written for use in graduate-level courses, including executive education dealing with Diversity, Equity, Inclusion and Belonging, Leadership and Change, Health-Care Equity/Policy, Health Sciences, Human Resource Management, Organizational Behavior, Crisis Management, Sustainability, Business and Society, Social Issues in Management, Strategy, etc. Faculty members can easily adapt the case to fit the content of the course they teach, the students’ context as well as the specific learning outcomes to be achieved.

Case study
Publication date: 7 February 2019

Caroline E. Glackin

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation…

Abstract

Theoretical basis

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.

Research methodology

This case is based upon a combination of interviews with the protagonist, her staff and secondary research.

Case overview/synopsis

This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.

Complexity academic level

This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.

Content available
Case study
Publication date: 11 November 2019

Mary Kuchta Foster and Pamela Queen

Abstract

Details

The CASE Journal, vol. 15 no. 5
Type: Case Study
ISSN: 1544-9106

Content available
Case study
Publication date: 15 June 2021

Pai-Ling Yin and Benjamin Rostoker

MBA, advanced undergrad, entrepreneurship and technology commercialization classes.

Abstract

Study level/applicability

MBA, advanced undergrad, entrepreneurship and technology commercialization classes.

Subject area

Entrepreneurial diversity, equity and inclusion, medical device innovation, and models of business accelerators.

Case overview

The first half of the case explores Kathryne Cooper’s professional and personal journey and the ways her life experiences inform the goals she helps set for The West Coast Consortium for Technology & Innovation in Pediatrics (CTIP). As an African-American woman codirector of a medical device accelerator focused on the pediatric market, Cooper was acutely aware of the lack of diversity in the tech industry. The second half of the case explores the medical device market and the need for organizations such as CTIP. Cooper implemented a revised application process and system to encourage applications from underrepresented minority founders. CTIP was in a unique position to support concept stage products and nontraditional founders. The case concludes with a description of seven companies that have applied to join CTIP’s portfolio. Students are instructed to consider, as Cooper, which companies to support and what type of support to offer.

Expected learning outcomes

Explore the ways personal backgrounds inform leadership positions. Analyze how ventures are evaluated from a grant-funded accelerator (in contrast to an investment-fund accelerator). Examine the wide range of support that nontraditional founders require in the underserved pediatric market.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Social implications

A model to support diversity of gender and race in entrepreneurship.

Subject code

CSS 3: Entrepreneurship.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 14 February 2019

Katina Williams Thompson and Susan Dustin

The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.

Abstract

Theoretical basis

The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.

Research methodology

Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken.

Case overview/synopsis

Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives.

Complexity academic level

The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.

Details

The CASE Journal, vol. 15 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 25 November 2021

Caroline Glackin and Suzanne Altobello

The Dudley Beauty case illustrates a contemporary branding, management and marketing challenge facing many companies that are 50 plus years old. Movahhed (2016) highlights the six…

Abstract

Theoretical basis

The Dudley Beauty case illustrates a contemporary branding, management and marketing challenge facing many companies that are 50 plus years old. Movahhed (2016) highlights the six elements to consider during brand strategy: the target audience, the brand promise, brand perception (past, current and future), brand values, brand voice and brand positioning. The times have changed with changing macroenvironmental factors including political, economic, sociological, technological, legal and other environmental (PESTLE) changes that affect a business but which the business does not directly control.

Research methodology

The case is based upon an interview with Dudley Beauty CEO and President Ursula Dudley Oglesby and secondary sources.

Case overview/synopsis

The “A Makeover for Dudley’s Q+” case explores the challenges of a second-generation textured hair care and personal care company in the direct selling channel as it faces an aging market and changing business and economic environment. A Black-owned company, begun in 1967 by her parents, Dudley Beauty is led by the founders’ daughter, Harvard College and Harvard Law School-educated, Ursula Dudley Oglesby. At over 50 years old, the company has continually created new textured hair products and has high brand awareness among older Black consumers but has not adequately addressed changing hair trends and shifting communication preferences of younger consumers. The company is at a critical point needing to reach a younger, larger market to survive. The business situation supports marketing, management, strategy, and/or entrepreneurship undergraduate students in understanding how macroenvironmental forces and internal structures affect businesses.

Complexity academic level

This case is intended primarily for use by undergraduates in a variety of courses. It is suitable for courses in Principles of Marketing, Entrepreneurial Marketing, general Entrepreneurship and Marketing Strategy courses covering topics such as direct selling, the role of environmental factors in business, rebranding efforts using digital and social media marketing and women/minority business owners.

Case study
Publication date: 20 January 2017

Cheryl Mayberry-McKissack and Tracey Robinson-English

The Namaste case is a story of how Kellogg alumni couple Gary and Denise Gardner grow their Namaste branded hair care line from production at the family's kitchen table into a…

Abstract

The Namaste case is a story of how Kellogg alumni couple Gary and Denise Gardner grow their Namaste branded hair care line from production at the family's kitchen table into a formidable $80 million empire within a 14-year period. The Gardners come from a longtime hair-care business lineage, the Soft Sheen dynasty, started by Gary's father decades earlier. Soft Sheen was ultimately sold to hair care giant L'Oreal for over $100 million. The Gardners claim Namaste's growth occurred through listening to the needs and desires of customers for healing hair care products that reminded them of nourishing household remedies. The hair care line became a leader in its industry but faced the dilemma of how to expand sales in new markets, especially international markets such as South Africa and Nigeria.

Students learn to develop new business opportunities including international expansion and tools of the internet to exploit the tools of vision, innovation and change resulting in new customer services and solutions. Students will focus on the basic fundamentals of sales and review the relationship of customer need identification and the reasons that make people buy. Students will assess the entrepreneurial strategies applied to fuel future growth based on an idea or product. Students will focus on the sales fundamentals that can be applied to entrepreneurial environments.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

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